| 1. |
- Peristera, Paraskevi, 1976-, et al.
(författare)
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Organizational injustice and sickness absence : The moderating role of locked-in status
- 2023
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Ingår i: SSM - Population Health. - : Elsevier. - 2352-8273. ; 23
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Tidskriftsartikel (refereegranskat)abstract
- Organizational injustice is known to negatively affect employees' health and to increase the risk for sickness absence. The negative health effects are also known to be more pronounced in uncontrollable, strain increasing, situations at the workplace. This study tests whether locked-in status, i.e., being stuck in a non-preferred workplace, modifies the associations between injustice perceptions and frequent (>= 2 times/yr) and long (>= 8 days/yr) sickness absence. The sample contained 2631 permanent employees from the Swedish Longitudinal Occupational Survey of Health in 2018 and 2020. Multigroup structural equation modelling was used to compare the proposed relationships between employees who are locked-in in their workplace and employees who are not. We found a positive association between higher overall organizational injustice and long sickness absence two years later, with the association being stronger for the locked-in group. Also, higher injustice was associated with more frequent sickness absence, but only for those not being locked-in.Employees being locked-in seem to have higher risk of long-term sickness absence which might indicate more serious health problems. Employees not being locked-in more often take short sickness absence, which could indicate a coping behaviour to handle high strain. This study adds knowledge to the role of locked-in status as a moderator in the much-studied relationship between organizational justice and health as well as to the multiple reasons underlying sickness absence.
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| 2. |
- Eib, Constanze, PhD, 1985-, et al.
(författare)
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Organizational Justice and Mental Health
- 2023
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Ingår i: The Routledge Companion to Mental Health at Work. - New York; Abingdon : Routledge. - 9781003255574 - 9781032186535 - 9781032186597 ; , s. 341-371
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Bokkapitel (refereegranskat)abstract
- Organizational justice refers to workers’ perceptions of the fairness and appropriateness of the treatment that they receive on the job. Most organizational justice research has emphasized criterion variables that are of traditional interest to managers. This body of work has been impressive. When employees perceive justice, they tend to exhibit higher levels of job performance, more organizational citizenship behaviours, and better work attitudes, among other benefits (Colquitt et al., 2013; Rupp et al., 2014). While these are important findings, there is considerable evidence, albeit less well-known, that organizational justice promotes well-being and mental health (e.g., Cropanzano & Wright, 2011; Greenberg, 2010; Ndjaboué et al., 2012; Robbins et al., 2012). The purpose of this chapter is to provide a review of this research literature. To do so, the chapter is organized as follows. First, the construct of organizational justice is briefly defined and discussed, with an emphasis on its theoretical relationship to mental health. Secondly, more detailed accounts of the available empirical literature on organizational justice and mental health are provided and suggestions for further research are highlighted. Finally, the chapter is concluded with a summary of intervention approaches at different levels.
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| 3. |
- Etuknwa, Abasiama, et al.
(författare)
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Sustainable Return to Work for Workers with Mental Health and Musculoskeletal Conditions
- 2023
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Ingår i: International Journal of Environmental Research and Public Health. - : MDPI. - 1661-7827 .- 1660-4601. ; 20:2
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Tidskriftsartikel (refereegranskat)abstract
- Common mental health and musculoskeletal disorders (CMDs and MSDs) are two of the most significant causes of non-participation in employment amongst working age adults. Background: This case study fills an important gap in the scientific literature on reintegration back to work after sickness absence due to CMDs and MSDs. It particularly examines the return to work (RTW) experiences of sick-listed employees to understand the facilitators and barriers of sustainable RTW. Methods: Using a realist evaluation approach within a qualitative inquiry, perceptions of employees were explored to provide in-depth understanding of what, how and under what circumstances sustainable RTW can be enabled for employees absent on a short- or long-term basis. Repeat face-to-face semi-structured interviews were conducted with 22 participants (15 women and 7 men, aged 30–50 years and sick-listed with MSDs and CMDs) who were recruited using purposive sampling. Data was thematically analysed. Results: A total of 2 main codes and 5 subcodes were developed and grouped into three theoretical abstractions. As a result of validating the context, mechanism, and outcome configurations with accounts of participants, all three initial theories explaining the most prominent mechanisms that either facilitates or impedes a sustainable RTW for people with CMDs and MSDs were justified.Conclusions: Our findings reveal the active role of line managers on the RTW outcomes of returning employees. However, line-manager’s competence and ability to effectively support and implement appropriate RTW strategies suited to employees’ hinges on working in alignment with key stakeholders and returning employees.
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| 4. |
- Stephan, Ute, et al.
(författare)
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Act or Wait-and-See? Adversity, Agility, and Entrepreneur Wellbeing across Countries during the COVID-19 Pandemic
- 2023
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Ingår i: Entrepreneurship. - : Sage Publications. - 1042-2587 .- 1540-6520. ; 47:3, s. 682-723
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Tidskriftsartikel (refereegranskat)abstract
- How can entrepreneurs protect their wellbeing during a crisis? Does engaging agility (namely, opportunity agility and planning agility) in response to adversity help entrepreneurs safeguard their wellbeing? Activated by adversity, agility may function as a specific resilience mechanism enabling positive adaption to crisis. We studied 3162 entrepreneurs from 20 countries during the COVID-19 pandemic and found that more severe national lockdowns enhanced firm-level adversity for entrepreneurs and diminished their wellbeing. Moreover, entrepreneurs who combined opportunity agility with planning agility experienced higher wellbeing but planning agility alone lowered wellbeing. Entrepreneur agility offers a new agentic perspective to research on entrepreneur wellbeing.
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